1. Chapter 5
Business-to-Business Activities: Improving Efficiency and Reducing Costs
© Cengage Learning 2015 1 1

2. Learning Objectives In this chapter, you will learn:
How businesses use the Internet to improve purchasing, logistics, and other support activities
About electronic data interchange and how it works
How businesses have moved some of their electronic data interchange operations to the Internet
© Cengage Learning 2015 2

3. Learning Objectives (cont’d.)
What supply chain management is and how businesses are using Internet technologies to improve it
About electronic marketplaces and portals that make purchase-sale negotiations easier and more efficient
© Cengage Learning 2015 3 3 3

4. Introduction Case study: Samasource Begun in 2008 by Leila Janah
After a year of working in Ghana teaching English
Links workers in developing countries with companies who need work done
Computer-based manual work
Has lifted workers above the poverty line
Haiti, Africa, and Asia
Cost-effective for businesses in developed world
Builds worker knowledge and skills
© Cengage Learning 2015

5. Purchasing, Logistics, and Business Support Processes
Potential value of cost reductions and business improvements in these areas is very great
© Cengage Learning 2015

6. Outsourcing and Offshoring
Using other organizations to perform specific activities
Typically used for manufacturing
Offshoring
Outsourcing done by organizations in other countries
Business process offshoring
Purchasing, research and development, record keeping, information management
Impact sourcing (smart sourcing)
Offshoring done by or through not-for-profit organizations
© Cengage Learning 2015

7. Purchasing Activities
Identify and evaluate vendors, select specific products, place orders, resolve any issues after receipt of goods or services
Supply chain
Part of industry value chain preceding a particular strategic business unit
Includes all activities undertaken by every predecessor in the value chain to:
Design, produce, promote, market, deliver, support each individual component of a product or service
© Cengage Learning 2015

8. Purchasing Activities (cont’d.)
Traditionally
Purchasing department buys components at lowest price possible
Bidding process focus: individual component cost
Procurement includes:
All purchasing activities
Monitoring all purchase transaction elements
Managing and developing supplier relationships
© Cengage Learning 2015

9. Purchasing Activities (cont’d.)
Procurement is also called supply management
Procurement staff have high product knowledge
Identify and evaluate appropriate suppliers
Sourcing procurement activity
Identifying suppliers; determining qualifications
e-sourcing
Using Internet technologies in sourcing activities
© Cengage Learning 2015

10. Purchasing Activities (cont’d.)
Business purchasing process
More complex than most consumer purchasing processes
Spend
Total yearly dollar amount for goods and services purchased
Institute for Supply Management (ISM)
Main organization for procurement professionals
© Cengage Learning 2015

11. FIGURE 5-1 Steps in a typical business purchasing process
© Cengage Learning 2015
© Cengage Learning 2015

12. Direct vs. Indirect Materials Purchasing
Become part of finished product
Direct materials purchasing: two types
Replenishment purchasing (contract purchasing)
Company negotiates long-term material contracts
Spot purchasing
Purchases made in loosely organized (spot) market
If demand exceeds contract purchasing estimates
Indirect materials
All other materials company purchases
© Cengage Learning 2015

13. Direct vs. Indirect Materials Purchasing (cont’d.)
Maintenance, repair, and operating (MRO) supplies
Indirect materials purchased on a recurring basis
Standard items (commodities) with price as main criterion
Purchasing cards (p-cards)
Managers can make multiple small purchases
Cost-tracking information sent to procurement
Leading suppliers
MRO: McMaster-Carr, W.W. Grainger,
Office Depot, Staples, Digi-Key, Newark.com
© Cengage Learning 2015

14. Logistics Activities Classic objective
Provide the right goods in the right quantities in the right place at the right time
Important support activity for sales and purchasing
Includes managing the movements of:
Inbound materials and supplies
Outbound finished goods and services
Web and the Internet
Providing increasing number of opportunities to better manage activities
© Cengage Learning 2015

15. Logistics Activities (cont’d.)
Example: Schneider Track and Trace system
Real-time shipment information: customers’ browsers
Third-party logistics (3PL) provider
Operates all (large portion) of customer’s materials movement activities
Examples: Ryder and Whirlpool
Excellent example of second-wave e-commerce
Marriage of GPS and portable computing technologies with the Internet (Examples: Fed Ex and UPS)
Third-wave e-commerce supported by smart phones
© Cengage Learning 2015 15

16. Business Process Support Activities
General categories
Finance and administration, human resources, technology development
FIGURE 5-2 Categories of support activities
© Cengage Learning 2015
© Cengage Learning 2015

17. Business Process Support Activities (cont’d.)
Human resources, payroll functions, retirement plan servicing often outsourced by small/midsized companies
Common support activity: training
Putting training materials on company intranet
Distribute materials to many different sales offices
Coordinate materials in corporate headquarters
Knowledge management
Intentional collection and classification; dissemination of information about a company and its products and processes (Examples: Ericsson, KMWorld)
© Cengage Learning 2015 17

18. E-Government E-Government U.S. government examples
Use of Internet technologies by governments and government agencies
Enhances functions performed for stakeholders
Enhances businesslike activity operations
U.S. government examples
Financial Management Service (FMS): Pay.gov site
Bureau of Public Debt: TreasuryDirect site
© Cengage Learning 2015

19. E-Government (cont’d.)
Examples outside the U.S.
United Kingdom’s Department for Work and Pensions Web site
Singapore Government Online site
State government sites
California’s one-stop portal site: CA.GOV
Similar sites for most other states
Examples in local government
Large cities: Minneapolis, New Orleans sites
Small cities: Cheviot, Ohio Web site
© Cengage Learning 2015

20. Network Model of Economic Organization in Purchasing: Supply Webs
Trend in purchasing, logistics, and support activities
Shift from hierarchical structures
Toward network structures
Procurement departments’ new tools (technology)
To negotiate with suppliers and form strategic alliances
Network model of economic organization
Other firms perform various support activities
Supply Web: term replacing “supply chain”
Parallel lines interconnect to form a Web or network configuration
© Cengage Learning 2015

21. Electronic Data Interchange
Computer-to-computer business information transfer
Between two businesses using a standard format
Trading partners
Two businesses exchanging information
EDI compatible
Firms exchanging data in specific standard formats
Reasons to be familiar with EDI
Most B2B e-commerce adapted from EDI or based on EDI principles
Dominant technology for electronic B2B transactions
© Cengage Learning 2015

22. Early Business Information Interchange Efforts
1800s and early 1900s
Need to create formal business transactions records
1950s
Computers store, process internal transaction records
Information flows: printed on paper
1960s: large volume transactions
Exchanged on punched cards or magnetic tape
1960s and 1970s
Transferred data over telephone lines
Efforts increased efficiency, reduced errors
© Cengage Learning 2015

23. Early Business Information Interchange Efforts (cont’d.)
Issue: incompatible data translation programs
1968: freight, shipping companies joined together
Created standardized information set
Used a computer file
Transmittable to any freight company adopting the standard
Benefits limited to members of industries that created standard-setting groups
Full realization of EDI economies and efficiencies
Required standards for all companies in all industries
© Cengage Learning 2015

24. Emergence of Broader Standards: The Birth of EDI
American National Standards Institute (ANSI)
United States coordinating body for standards
Accredited Standards Committee X12 (ASC X12)
Develops and maintains EDI standards
Data Interchange Standards Association (DISA)
Administrative body coordinating ASC X12 activities
Transaction sets: names of the formats for specific business data interchanges
EDI for Administration, Commerce, and Transport (EDIFACT, or UN/EDIFACT)
© Cengage Learning 2015

25. FIGURE 5-4 Commonly used EDI transaction sets
© Cengage Learning 2015
© Cengage Learning 2015

26. How EDI Works Basic idea: straightforward Implementation: complicated
Example:
Company replacing metal-cutting machine
Steps to purchase using paper-based system
Steps to purchase using EDI
© Cengage Learning 2015

27. How EDI Works (cont’d.) Paper-based purchasing process
Buyer and vendor
Not using integrated software for business processes
Each information processing step results in paper document
Must be delivered to department handling next step
Paper-based information transfer
Mail, courier, fax
Information flows shown in Figure 5-5
© Cengage Learning 2015

28. FIGURE 5-5 Information flows in a paper-based purchasing process
© Cengage Learning 2015
© Cengage Learning 2015

29. How EDI Works (cont’d.) EDI purchasing process
Mail service replaced with EDI network data communications
Paper flows within buyer’s and vendor’s organizations replaced with computers
Running EDI translation software
Information flows shown in Figure 5-6
© Cengage Learning 2015

30. FIGURE 5-6 Information flows in an EDI purchasing process
© Cengage Learning 2015
© Cengage Learning 2015

31. Value-Added Networks EDI network key elements Direct connection EDI
EDI network, two EDI translator computers
Direct connection EDI
Businesses operate on-site EDI translator computers
Connected directly to each
Few companies use direct connection EDI
Dedicated leased lines: expensive
© Cengage Learning 2015

32. FIGURE 5-7 Direct connection EDI
© Cengage Learning 2015
© Cengage Learning 2015

33. Value-Added Networks (cont’d.)
Value-added network (VAN)
Receives, stores, forwards electronic messages containing EDI transaction sets
Indirect connection EDI
Trading partners use VAN to retrieve EDI-formatted messages
Companies providing VAN services
CovalentWorks, OpenText, Kleinschmidt, and Promethean Software Services
© Cengage Learning 2015 33

34. FIGURE 5-8 Indirect connection EDI through a VAN
© Cengage Learning 2015
© Cengage Learning 2015 34

35. Value-Added Networks (cont’d.)
Advantages
Support one communications protocol (VAN)
VAN provides translation between different transaction sets
VAN performs automatic compliance checking
VAN records message activity in audit log
Helps establish nonrepudiation: ability to establish that a particular transaction actually occurred
© Cengage Learning 2015

36. Value-Added Networks (cont’d.)
Disadvantages: In the past, cost (fees)
Today, affordable even for small companies
Internet presents low-cost communications medium used by VAN services
EDI on the Internet: Internet EDI, Web EDI, open EDI (Internet is open architect network)
© Cengage Learning 2015 36

37. Value-Added Networks (cont’d.)
EDIINT (Electronic Data Interchange-Internet Integration, EDI-INT)
Most common protocol for Internet EDI transaction sets
EDI exchanges encoded using AS2 (Applicability Statement 2) or AS3 (Applicability Statement 3)
Secure electronic receipts returned to senders for every transaction
Helps establish repudiation
© Cengage Learning 2015

38. EDI Payments EDI transaction sets Electronic funds transfers (EFTs)
Provide instructions to trading partner’s bank
Negotiable instruments
Electronic equivalent of checks
Electronic funds transfers (EFTs)
Movement of money from one bank account to another
Automated clearing house (ACH) system
Used by service banks to manage accounts with each other
Operated by U.S. Federal Reserve Banks, private ACHs
© Cengage Learning 2015

39. Supply Chain Management Using Internet Technologies
Job of managing integration of company supply management and logistics activities
Across multiple participants in a particular product’s supply chain
Ultimate goal
Achieve higher-quality or lower-cost product at the end of the chain
© Cengage Learning 2015

40. Value Creation in the Supply Chain
Firms engaging in supply chain management
Reach beyond limits of their own organization’s hierarchical structure
Create new network form of organization among members of supply chain
Originally developed to reduce costs
Today: value added in the form of benefits to the ultimate consumer
Requires more holistic view of the entire supply chain
© Cengage Learning 2015

41. Value Creation in the Supply Chain (cont’d.)
Tier-one suppliers
Small number of very capable suppliers
Original business establishes a long-term relationship
Tier-two suppliers
Larger number of suppliers who tier-one suppliers develop long-term relationships with for components, raw materials
Tier-three suppliers
Next level of suppliers
Key element: trust
© Cengage Learning 2015

42. Value Creation in the Supply Chain (cont’d.)
Supply alliances
Long-term relationships among participants in the supply chain
Major barrier
Level of information sharing
Example: Dell Computer
Reduced supply chain costs by sharing information with suppliers
Buyers expect annual price reductions, quality improvements from suppliers
© Cengage Learning 2015

43. Value Creation in the Supply Chain (cont’d.)
Supply chain council
Major purchasing group
Production strategies
Efficient processing
Market-responsive flexibility
Successful supply chain management key elements
Clear communications
Quick responses to those communications
Internet and Web technologies
Effective communications enhancers
© Cengage Learning 2015

44. FIGURE 5-9 Advantages of using Internet technologies in supply chain management
© Cengage Learning 2015
© Cengage Learning 2015

45. Increasing Supply Chain Efficiencies
Internet and Web technologies managing supply chains can:
Yield increases in efficiency throughout the chain
Increase process speed, reduce costs, increase manufacturing flexibility
Allows response to changes in quantity and nature of ultimate consumer demand
Example: Boeing
Invested in new information systems increasing production efficiency of the supply chain
© Cengage Learning 2015

46. Increasing Supply Chain Efficiencies (cont’d.)
Example: Dell Computer
Famous for use of Web to sell custom-configured computers
Also used technology-enabled supply chain management
To give customers exactly what they want
To reduce inventory amount (three weeks to two hours)
Top suppliers have access to secure Web site
Tier-one suppliers can better plan their production
Dell accesses suppliers’ information
© Cengage Learning 2015

47. Materials-Tracking Technologies
Troublesome task
Tracking materials as they move from one company to another
Optical scanners and bar codes
Help track movement of materials
Integration of bar coding and EDI: prevalent
Second wave of electronic commerce
Integration of new types of tracking into Internet-based materials-tracking systems
© Cengage Learning 2015

48. FIGURE 5-10 Shipping label with bar-coded elements from EDI transaction set 856, Advance Ship Notification
© Cengage Learning 2015
© Cengage Learning 2015

49. Materials-Tracking Technologies (cont’d.)
Real-time location systems (RTLS)
Bar code tracking system
Used by fulfillment centers
Radio Frequency Identification Devices (RFIDs)
Small chips using radio transmissions to track inventory
RFIDs read much more quickly, higher degree of accuracy than bar codes
Important development: passive RFID tag
Made cheaply and in very small sizes
No power supply required
© Cengage Learning 2015

50. Materials-Tracking Technologies (cont’d.)
Example: 2003 (Wal-Mart)
Tested RFID tag use on merchandise for inventory tracking and control
Initiated plan to have all suppliers install RFID tags in shipped goods
Reduced incidence of stockouts
Retailer loses sales because it does not have specific goods on its shelves
Prediction: RFID tagging will not occur in most industries until 2016 or later
Costs continue to drop
© Cengage Learning 2015

51. Creating an Ultimate Consumer Orientation in the Supply Chain
Customer focus
Difficult to maintain
Michelin North America
Pioneered use of Internet technology
To go beyond next step in its value chain
1995: launched online business initiative
BIB NET extranet
Allowed dealer access to tire specifications, inventory status, and promotional information
Simple-to-use Web browser interface
© Cengage Learning 2015

52. Building and Maintaining Trust in the Supply Chain
Major issue: developing trust
Key elements
Continual communication and information sharing
Internet and the Web
Provide excellent ways to communicate and share information
Offer new avenues for building trust
Maintain contact with their customers
Afford buyers instant access to their sales representatives
Provide comprehensive information quickly
© Cengage Learning 2015

53. Electronic Marketplaces and Portals
Vertical portals (vortals)
Industry-focused hubs
Offer marketplaces and auctions for contact and business transactions
Doorway (or portal) to the Internet for industry members
Vertically integrated: each hub services just one industry
© Cengage Learning 2015

54. Independent Industry Marketplaces
First vertical portals
Trading exchanges focused on a particular industry
Independent industry marketplaces
Industry marketplaces: focused on a single industry
Independent exchanges: not controlled by established buyer or seller in the industry
Public marketplaces: open to new buyers and sellers just entering the industry
Ventro opened industry marketplace Chemdex
Trade in bulk chemicals
© Cengage Learning 2015

55. Independent Industry Marketplaces (cont’d.)
By mid-2000: more than 2200 independent exchanges
By 2010: fewer than 100 industry marketplaces still operating
Due to lack of profitability
Recent marketplace launches
AmazonSupply, Google Shopping for Supplies
B2B marketplace models gradually replaced independent marketplaces
© Cengage Learning 2015

56. Private Stores and Customer Portals
Large established sellers feared industry marketplaces diluting power
Large sellers have customer portal B2B sites
Offer private stores along with services
B2B private store has password-protected entrance
Offers negotiated price reductions on limited product selection
If large established sellers participated in industry marketplaces
Services would have been needlessly duplicated
© Cengage Learning 2015

57. Private Company Marketplaces
Large companies purchasing from relatively small vendors
Exert power in purchasing negotiations
Using e-procurement software
Allows companies to manage purchasing function through Web interface
Automates authorizations, other steps
Includes marketplace functions
© Cengage Learning 2015

58. Private Company Marketplaces (cont’d.)
Larger companies
Reluctant to abandon investments in e-procurement software
Make software work with industry marketplaces’ software
Private company marketplace
Marketplace providing auctions, request for quote postings, other features
For companies that want to operate their own marketplaces
© Cengage Learning 2015

59. Industry Consortia-Sponsored Marketplaces
Companies with strong negotiating positions in their industry supply chains
Not enough power to force suppliers to deal with them through a private company marketplace
Industry consortia-sponsored marketplace
Marketplace formed by several large buyers in a particular industry
Characteristics of five general marketplace forms in B2B electronic commerce today
Shown in Figure 5-12
© Cengage Learning 2015

60. FIGURE 5-12 Characteristics of B2B marketplaces
© Cengage Learning 2015
© Cengage Learning 2015